Tacit knowledge exchange among senior management educators: A qualitative study
Shahzad, Faisal; Chilba, Simona; Arslan, Ahmad (2024-04-03)
Elsevier
03.04.2024
Faisal Shahzad, Simona Chilba, Ahmad Arslan, Tacit knowledge exchange among senior management educators: A qualitative study, The International Journal of Management Education, Volume 22, Issue 2, 2024, 100973, ISSN 1472-8117, https://doi.org/10.1016/j.ijme.2024.100973
https://creativecommons.org/licenses/by/4.0/
© 2024 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
https://creativecommons.org/licenses/by/4.0/
© 2024 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
https://creativecommons.org/licenses/by/4.0/
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202404052570
https://urn.fi/URN:NBN:fi:oulu-202404052570
Tiivistelmä
Abstract
This paper is a pioneering study to specifically analyze the determinants of tacit knowledge sharing among senior management educators working in Finnish universities of applied sciences. Based on in-depth interviews with 30 senior management educators, our findings reveal that tacit knowledge sharing in this context is influenced by multilevel factors (organizational, leadership and individual). We found that at individual level, trust and psychological safety linked to work environment are vital for tacit knowledge sharing. At organizational level, diversity, and inclusion, along with supportive culture for creative learning are critical factors. We also found that leadership's authenticity and support is needed to ensure these mechanisms develop and run smoothly. Finally, employee recognition and a reward system specific to tacit knowledge sharing appeared to play a vital role.
This paper is a pioneering study to specifically analyze the determinants of tacit knowledge sharing among senior management educators working in Finnish universities of applied sciences. Based on in-depth interviews with 30 senior management educators, our findings reveal that tacit knowledge sharing in this context is influenced by multilevel factors (organizational, leadership and individual). We found that at individual level, trust and psychological safety linked to work environment are vital for tacit knowledge sharing. At organizational level, diversity, and inclusion, along with supportive culture for creative learning are critical factors. We also found that leadership's authenticity and support is needed to ensure these mechanisms develop and run smoothly. Finally, employee recognition and a reward system specific to tacit knowledge sharing appeared to play a vital role.
Kokoelmat
- Avoin saatavuus [38358]
Ellei muuten mainita, aineiston lisenssi on https://creativecommons.org/licenses/by/4.0/